방산물자의 조달, 생산, 납품과 운영유지를 위한 MRO를 위한 교육 및 후속 군수지원 등 30년이상 무기체계 전 수명주기의 관리 및 지원이 요구되는 방산수출산업은 타 산업에 비해 안정적이고 지속적인 공급망 프로세스 구축이 아주 중요하게 고려되어야 하나, 외부 불확실성의 심화, 자국 우선주의와 경제 블록화로 인한 GVC 재편은 K-방산 지속가능성에 위험요인이 될 수 있다. 이에 방위산업 공급망 위험관리는 예측 및 통제가 어려운 위험의 추세적 변동 을 사전에 파악하여 선제적 관리가 가능한 공급망 특유의 역량을 탐색한 후, 각 역량의 전략적 강화를 통해 공급망 안정화에 초점을 맞춘 효율성과 효과성의 동시확보가 요구된다. 최근, 외부불확실성의 추세를 사전에 파악하고, 공급 망에 부정적인 영향을 미치기 전에 변화하는 위험의 형태를 감지 및 예측하여 방어하는 역량을 나타내는 선제적 회 복탄력성(Pre-emptive Resilience)이 방산수출 공급망 리스크 관리역량으로 주목받고 있다. 이러한 관점에서, 공급 망 위험관리가 요구되는 한국의 방산수출공급망에 종사하는 기업들의 지속적인 글로벌 공급망 참여 및 향후 GVC 재 편과 더불어 공급망 경쟁우위를 강화하기 위한 한국 방산수출기업에 특화된 위험관리역량 강화 전략 수립을 위한 전 략적 우선순위를 탐색하고자 한다. 유관기관 전문가 21명의 응답을 바탕으로 한 AHP 분석결과 지표간 상대적 중요 도는 강건성, 대응성, 유연성, 가시성 순으로 높음을 알 수 있었다.

본 연구는 글로벌 복합위기 속에서 한국의 대아프리카 전략 패러다임 전환을 고찰한다. 아프리카가 공급망 재편의 핵심 파트너로 부상함에 따 라, 본고는 한국의 발전 경험과 제조·디지털 역량을 결합한 ‘K-동반성장’ 전략을 제안한다. 방법론적으로는 SWOT 분석을 거쳐 자원 잠재력과 리 스크를 축으로 하는 ‘전략적 분석 틀’을 구축하였다. 분석 결과, 첫째, 자 원 협력은 단순 조달을 넘어 현지 가공과 기술 전수를 패키지화하는 ‘기 술을 위한 자원(R4T)’ 모델로 전환되어야 한다. 둘째, 디지털·에너지 인 프라 기반의 개발협력을 통해 아프리카의 ‘단계도약’을 지원함으로써 장 기적 신뢰 기반을 강화해야 한다. 결론적으로 2026년 이재명 정부의 실 용 외교 기조 하에서, 한국은 자원 확보와 개발협력을 통합한 패키지형 경협 모델을 통해 글로벌 중추 국가로서 기여와 국익을 동시에 달성하는 전략적 자율성을 확보해야 한다.

This study developed an early warning model for Korea’s salmon import supply chain, which relies heavily on a single country. A supply chain crisis is defined as a significant change in the CIF import price beyond a stable range, with potential impacts on domestic prices. The crisis index, using January 2010 as the base point, combines the relative price level and its year-on-year growth rate. The threshold was set based on earlier agricultural early warning studies. Monthly and quarterly data were used to select explanatory variables including supply factors and demand or macroeconomic factors. Variables with high 3~5 month lagged correlations were chosen using a stepwise method. Ordinary Least Squares (OLS) regression and Probit models were applied for both all crises and continuous crises, and predictive accuracy was evaluated using MAE and RMSE. Results show that the Probit model with a five-month lag for continuous crises provided the highest accuracy.

This study analyzes the comparative value chains of domestically caught coastal mackerel and Norwegian mackerel within the Korean market, across six stages: global supply and demand, domestic production and imports from Norway, distribution of raw mackerel, processing into semi-processed or final products, distribution of final products, and consumption. The research methodology combined qualitative and quantitative approaches, including in-depth interviews with 32 industry stakeholders (from fishing companies to government agencies) and an online survey of 400 Seoul consumers, utilizing conjoint analysis. Norway maintains market dominance through a demand-driven value chain, characterized by quality-focused production, efficient overseas processing networks in Southeast Asia and China, and aggressive marketing by the Norwegian Seafood Council. In contrast, Korea's coastal mackerel industry follows a supplier-driven value chain, facing challenges such as inconsistent quality due to year-round non-selective fishing, limited processing capabilities due to high labor costs and aging workforce, and lack of direct consumer marketing channels. The study identifies structural differences in the Korean market's value chain and suggests strategic improvements for the domestic mackerel industry while highlighting the need for a shift toward a more demand-oriented approach.

식품 사기는 글로벌 식품 공급망에 상당한 위협을 가하 며 경제적 안정성과 공중 보건에 영향을 미친다. 이 리뷰 에서는 먼저 식품 사기 취약성 평가(food fraud vulnerability assessment, FFVA)를 조사하여 다양한 기관의 통합된 정 의와 분류를 통한 표준화된 방법론의 필요성이 강조되었 다. 네 가지 주요 FFVA 도구인 ‘United States Pharmacopeia (USP) 식품 사기 완화 지침’, ‘International Featured Standards (IFS) 표준 제품 사기’, ‘SSAFE 식품 사기 취약 성 평가 도구’, ‘미국 Food and Drug Administration (FDA) 와 United States Department of Agriculture (USDA) criticality, accessibility, recuperability, vulnerability, effect, and recognizability plus shock (CARVER+Shock) 도구’의 주요 특징과 한계점 등을 살펴보았다. 또한 Safe Supply of Affordable Food Everywhere (SSAFE)의 식품 사기 취 약성 평가 도구를 적용하여 우유, 향신료, 오일, 유기농 식 품, 육류, 해산물 및 알코올의 공급망에 대한 취약성 평가 사례를 살펴보았다. 그 결과, 취약성을 평가할 때 원자재 나 제품이 브랜드 또는 상표 위조에 덜 취약한 경우 평가 설문에서 위조 관련 질문을 제외하는 등 식품 공급망 특 성이나 조사 대상에 따라 평가 항목이 조정되었다. 또한 식품 사기 행위의 기술적 탐지 난이도, 기업의 윤리적 문 화, 모니터링 시스템의 구축 정도가 식품 사기 취약성에 상당한 영향을 미치는 것으로 나타났다. 현재 이러한 평 가도구들은 귀중한 프레임워크를 제공하지만, 식품 사기 의 진화하는 본질을 해결하기 위해 보다 통합적이고 적응 가능한 접근 방식이 필요하다는 점이 시사되었다. 식품 사 기 예방을 위한 강력하고 글로벌한 표준을 수립하기 위해 서는 향후 FFVA 방법론을 개선하고 산업, 규제 기관 및 학계 간의 협력이 보다 강화되어야 할 것이다.

Seawater evaporation and purification powered by solar energy are considered as a promising approach to alleviate the global freshwater crisis, and the development of photothermal materials with high efficiency is imminent. In this study, cellulose nanofiber (CNF)/MXene/Ni chain (CMN) aerogels were successfully synthesized by electrostatic force and hydrogen bond interaction force. CMN10 achieved a favorable evaporation rate as high as 1.85 kg m− 2 h− 1 in pure water, and the corresponding evaporation efficiency could be up to 96.04%. Even if it is applied to seawater with multiple interference factors, its evaporation rate can still be 1.81 kg m− 2 h− 1. The superior seawater evaporation activity origins from the promoted separation of photoexcited charges and photothermal conversion by the synergy of Ni chain and MXene, as well as the water transport channel supported by the 3D structure frame of CNF. Most importantly, CMN aerogel can maintain water vapor evaporation rates above 1.73 kg m− 2 h− 1 under extreme conditions such as acidic (pH 2) and alkaline (pH 12) conditions. In addition, various major ions, heavy metals and organic pollutants in seawater can be rejected by CMN10 during desalination, and the rejection rates can reach more than 99.69%, ensuring the purity of water resources after treatment. This work shows the great potential of CMN aerogel as a high-efficiency solar evaporator and low-cost photothermal conversion material. Cellulose nanofiber (CNF)/MXene/Ni chain (CMN) aerogels demonstrated high evaporation of water from sea water.

Korean firms have been vigorously searching and exploring overseas market opportunities through export and overseas investment. As of end of 2019, there were more than 80,000 Korean overseas subsidiaries all over the world. With Korean overseas direct investment increasing recently, it became one of the important issues for overseas investors to be successful in the global market. There are a lot of studies on factors influencing the performance of overseas subsidiaries such as ‘firm’ and ‘country’ factors. This study empirically examines subsidiary performance determinants with ‘industry architectures’ by using a sample of 292 overseas Korean firm subsidiaries. Industry architectures are the stable but evolving sets of rules and roles through which labor is divided within a sector. This article considers how industry architectures shape success in international expansion. Industry architectures differ between countries, are not necessarily technologically determined, shape firms’ capabilities and their competitive environment, and constitute a distinct level of analysis. We extract antecedents of related theory and empirically test its impact with a survey of Korean firms expanding in emerging economies. We would say this is the first study which tries to focus on industry architectures with the performance of Korean overseas subsidiaries. We find that separability and similarity of industry architectures across countries and localization of subsidiaries are robust and important predictors of success in international expansion. Our results suggest that industry architectures should be added to firm and country as an intermediate level of analysis that helps explain success in international expansion. While we established a pattern, much more remains to be done. We focus on the success of foreign operations, but we do not consider the broader benefits of going abroad, such as the learning or network effects that accrue at the level of the entire firm. The next obvious question is whether the results would differ in the developed market context. These we leave for future research to consider.

목적 : 여러 분자량의 polyethylene glycols(PEGs)을 화학적 공유결합으로 하이드로겔 콘택트렌즈 표면에 고정 시켰다. PEG의 도입이 렌즈의 표면 습윤성, 단백질 흡착성, 광투과율 등에 미치는 영향을 PEG의 길이 혹은 PEG 의 적용여부 등에 초점을 맞추어 분석하는데 실험 목적이 있다. 방법 : PEG에 Jones oxidation 반응을 통해 알코올기를 카르복실 작용기로 변형시켰고, 하이드로겔 콘택트렌즈 표면에 화학적으로 결합시켰다. 역상 고성능 크로마토그래피와 단백질 표준검량선을 이용하여 제조된 렌즈들에 흡착된 단백질을 정량하였다. 결과 : PEG가 개질된 하이드로젤 콘택트렌즈는 우수한 광투과율과 표면 습윤성을 보였고 이는 상업적으로 이용가능한 수치이다. 단백질 흡착 실험 결과를 살펴보면, 보단 긴 PEG 사슬이 적용된 하이드로겔 콘택트렌즈는 표면 친수성이 더 우수하기 때문에 단백질 흡착량이 더욱 감소하였다. 결론 : 본 연구에서는 PEG가 표면-개질된 하이드로겔 콘택트렌즈를 제조하고 이들의 물성을 조사하였다. PEG 각 적용된 렌즈는 90% 이상의 광투과율과 개선된 표면 습윤성을 보여주었다. 특히, 보다 긴 PEG2000이 적용된 렌즈에는 PEG가 적용되지 않은 대조군이나 짧은 PEG164가 적용된 렌즈 보다 단백질의 흡착이 크게 감소되었다. PEG가 표면에 적용된 하이드로겔의 제조는 안의료용 바이오소재 뿐만 아니라 단백질-비흡착 기기의 개발에 큰 역할을 할 것으로 기대된다.

This research identifies the types of relationship asymmetry within sustainable fashion supply chains and the role of relationship asymmetry in sustainable product development in fashion supply chains in the UK. This research that is based on supply chain experiences of experts highlighted that how relational asymmetries hinder sustainable product development in fashion supply chains, but also how sustainable behaviours, values and policies help to overcome the influence of relational asymmetry in sustainable product development process.

Linear carbon chains (LCCs) encapsulated inside the hollow cores of carbon nanotubes (CNTs) have been experimentally synthesized and structurally characterized by Raman spectroscopy and transmission electron microscopy. However, in terms of electronic conductivity, their transportation mechanism has not been investigated theoretically or experimentally. In this study, the density of states and quantum conductance spectra were simulated through density functional theory combined with the non-equilibrium Green function method. The encapsulated LCCs inside (5,5), (6,4), and (9,0) single-walled carbon nanotubes (SWCNTs) exhibited a drastic change from metallic to semiconducting or from semiconducting to metallic due to the strong charge transfer between them. On the other hand, the electronic change in the conductance value of LCCs encapsulated inside the (7,4) SWCNT were in good agreement with the superposition of the individual SWCNTs and the isolated LCCs owing to the weak charge transfer.

PEMFC is an eco-friendly and sustainable electrochemical generation system to convert chemical energy of fuels into electric energy. Proton exchange membrane(PEM) is key material to decide PEMFC performances. Representative PEM materials is perfluorinated sulfonic acid(PFSA) composed of a chemically stable PTFE backbone and ion conductive side chains. PFSA is classified into long-side chain(LCC-PFSA) and short-side chain(SCC-PFSA). Normally, SCC-PFSA can induce high packing density and gas barrier properties when it is made in PEM state. In spite of these advantages, it is hard to make desirable SCC-PFSA PEMs due to its relatively high Tg and low EW. In this study, the effects of PEM fabrication histories on basic properties of SCC-PFSA ionomers were observed by varying parameters such as casting solvent and thermal annealing condition.

With the increased globalization, selecting suppliers has become more challenging problem, especially because of increased risks among suppliers. This paper proposes a four-step supplier selection procedure in global supply chains under risk. In the first step, appropriate supplier selection solutions are determined by using a rule-based expert system. In the second one, these solutions are used to evaluate suppliers’ general performance. In the third one, suppliers’ risks are evaluated by using a risk evaluation algorithm. In the fourth one, Pareto optimal suppliers are selected based on their general performance and risk evaluation outputs. An example demonstrates the implementation of the proposed procedure.

Introduction This paper presents an exploratory investigation into the use of coopetition by fashion supply chains (FSCs) as a sustainable, risk-reduction strategy and enabler for competitive advantage. Bengtsson and Kock (2000) proposed coopetition as a state where two companies cooperate in some activities, such as a strategic alliance, while at the same time competing with each other in other activities. While coopetition is usually considered as a horizontal integration strategy (Hingly et al., 2011), it might also be used vertically in a supply chain and possibly including third-parties to alleviate issues of confidentiality (Dari, 2010). Such lose relationships and partnerships may also be undertaken between companies for joint product development, to share research and development (R&D) costs, to restore corporate image, to increase environmental responsiveness of suppliers, for differentiation, to reduce costs, to reduce supply chain waste, and to develop sustainable materials, alternative or substitutes (Caniato et al. 2012). In a dynamic business environment such as fashion the ability to integrate processes across the functional boundaries of a company is considered a key to competitive advantage (Sull and Turconi, 2008). It is also important for companies in FSCs to share a common goal and work in the same direction to achievement supply chain integration (Fernie and Grant 2015). De Brito et al. (2008) suggested that the best performing companies effectively manage internal and external relationships between functions and organizations through improved coordination and highlighted a need for partnering with supply chain partners and different stakeholders including working groups in the industry, relationships management, having highly skilled people, and resource sharing especially in transport equipment and warehousing and the use of coordination tools such as collaborative planning, forecasting and replenishment (CPFR). While such alliances build up relationships and partnerships for the betterment of all partners (Lacoste, 2014), many companies remain reluctant to share too much for fear of affecting their trade secrets or competitive advantage, and so maintain a corporate transactional mindset (Grant, 2005). Thus, there is a need to investigate whether FSC firms are aware of or using coopetition principles, and if not whether they have a propensity to do so. Research Design Our investigation was exploratory as it addresses the how and why questions consistent with criteria for qualitative research (Bryman and Bell, 2015). Our unit of analysis for conducting this study was seven UK FSC case companies (CCs). Our sample was selected based on criteria of having in the UK a manufacturing or sourcing base and a retail or wholesale presence and some major operations such as customer service, distribution and warehousing and a brief description of each CC is provided in Table 1 below (Yin, 2014). Data were collected via semi-structured interviews with 68 people across the seven CCs. These were supported further supported by a number of means, for example, visits to the manufacturing sites, head offices and other important operational places, navigating around the working environment, specifically the factory or shop floor and distribution centers, making observations and chatting to workers in the factory cafes, car parks and surrounding areas. Both within-case and cross-case analysis analyses were conducted and three themes emerged: capacity sharing, cooperation for risk reduction or a response to an adverse event, and information sharing to build relationships. We now discuss details pertaining to each theme in detail. Findings Capacity sharing: Time-based competition, demand volatility, increased disruptions and retailer pressures are some of the reasons that stimulated fashion companies and supply chains to share capacity. However, the case companies also believed high supply chain cost led fashion supply chains to benefit from each other’s resources and leave competition for the shop floor or better customer service. CC1 respondents mentioned that at a particular time they had to replace their ‘plasticisers’ and during this replacement process CC1 used competitor ‘plasticisers’ and hides. CC1, CC2 and CC4 respondents mentioned that their companies also gets help from its competitors in the international market to source skilled labor force in case of full capacity. They further mentioned the use of machines, sharing raw materials, technology, warehouse, containers, testing facilities and other facilities at competitors’ plants in different countries: “We can’t do everything on our own, especially on a global basis, so we talk to our colleagues and if they have those facilities we will ask their help; we will pay less and they will get what they have invested for” (CC1 supply chain manager). CC2, CC3, CC4 and CC6 respondents further mentioned that departments which were formerly perceived as competing each other are now sharing workforce according to demand. Respondents also suggested that problems of quotas, price fluctuations, raw material shortages, customs and distribution could be overcome by sharing materials and capacity with competitors: “If China goes over their export quotas we could be left with fibers stuck in China indefinitely until the quotas have re-balanced so in the interim its managed by sharing materials with competitors here in the UK or in our suppliers’ markets” (CC2 sourcing manager). CC2 and CC4 respondents also mentioned how in the past their companies managed to retain a cluster by offering people a business space in their premises. CC4 also offers apprenticeships to other manufacturers and suppliers, reflecting the company’s belief that the industry needs to pool resources. CC3 and CC5 respondents mentioned that sometimes their companies derives benefits of economies of scale in terms of raw materials and some sub-processes by sharing capacity with competitors: “We buy in bulk to get economies of scale, sometimes just to make sure we don’t run out of supply but there are quite a lot of businesses in our product category so we always have someone to share to get rid of dead money” (CC3 sourcing manager). CC5 and CC7 also mentioned that their companies also use supply chain partners’ facilities such as quality checks, storing products at their sites and arranging capacity for CC5 and CC7. Cooperation for risk reduction: Respondents from CC6 described many instances where coopetition emerged when supply risk or disruptions occurred. One disruption shut down trading but CC6 was able to resume trading in just two days, partly due to the help from its competitors, customers and outside service providers. Respondents mentioned that a high street retailer offered space in its warehouse, another sent its workforce to help evacuate materials and another sent containers, while a service provider converted all standard orders into next day delivery. Within CC6 itself, drivers were willing to work extra hours, even at the weekends and some other departments also sent their workforce to help the logistics and distribution functions, which were affected most by this incident. Respondents also mentioned the frequent use of containers, materials, suppliers, factories and vehicles of competitors and some facilities at main sources: “If they’ve got a container let’s say 60% and we have got the other 40%, we don’t want another whole container; we will join the retailer, historically, you wouldn’t even talk to them because they are competitors, you know, compete on shop front” (supply chain manager). Information sharing to build relationships: Increasing sustainability risks and motives for costs savings, resource development, to avoid legal penalties, to be pro-active and to develop supply chain knowledge drove the case companies to information sharing, building relationships even with competitors and with organizations outside the industry. Case companies shared many practices and processes where they demonstrated an increased move to share information and relationship building with competitors. Respondents from CC1, CC2, CC3, CC4 and CC6 mentioned their companies have established close relationships and constantly share information with companies that were perceived as biased towards the industry or competitors in the past, such as NGOs, companies on CSR, external companies for testing and auditing, working groups in the industry and material and service providers. Respondents mentioned that this has helped them to manage issues such as legislation, working standards, ethics, national and international regulations, country laws and law on chemical use, testing and auditing, to develop supply chain knowledge, to identify sustainability risks and to design their mitigation strategies. Respondents further mentioned that, over the years, their companies have increased information sharing and relationship building with competitors who helped the company with market analysis and to re-shape its business strategies: “I think information sharing with some of those forces, where it was once perceived as a threat is now considered essential, you will manage most of your risks beforehand” (CC2 project manager). CC3 and CC5 respondents maintained that fashion in general and fast fashion in particular requires having as many sources of information as possible, as this will help businesses to increase the number of options. This will further help their companies to explore alternatives and substitutes, ultimately minimizing risks such as dependency and improving customer service: “You need to talk to your partners, talk to your competitors, talk to those who have the slightest relevance to what you do; you need to be open minded; this will increase your options and then you can say yes, I can sustain, I can continue” (CC3 ethical compliance manager). CC2 and CC4 respondents mentioned building relationships with some European premium quality manufacturers who were perceived as competitors in the past. Respondents mentioned that the company is also trying to build strong relationships with small and medium companies of its type in the UK so that a common strategy can be developed for the government to help revive the UK textile and garment industry: “As an industry we’re joining together, whether we are joining together with our competitors or what could be perceived to be a competitor or not, it doesn’t really matter, the fact is we are joining together to pool our resources in terms of trying to attract new people into the industry and get some help from the government”(CC4 supply chain manager). However, CC5 respondents expressed concern about sharing trends or design related information to some competitors of its size but admitted that CC5 also gets help from its competitors: “He (supply chain manager) will pick up the phone and let them know which trend is in demand, which colour customers like; in the beginning I found it unusual but then I saw some of them coming to us and asking for some units to try” (CC5 design manager). CC6 respondents mentioned that a recent disruption has demonstrated how important it is to have relationships, even with competitors. Respondents reported that their service providers converted standard deliveries into next day just because they perceived CC6 as a family and it was good relationships with them that enabled CC6 to provide good customer service and maintain its image as a responsible online fashion retailer: “We had relationships with them so they were willing to go to the extra mile; we see them as a family organization although some might say competitors” (CC6 supply chain manager). Conclusions The literature asserted the need for coopetition in order to survive and compete in a demand driven and volatile market place however issues of maintaining confidentiality and competitive advantage may inhibit companies in FSCs from adopting coopetition principles. However, our study found that due to increased uncertainties, disruptions and risk the seven CCs we investigated have embraced coopetition in some way as a strategy mechanism to manage their supply chains. Thus, we conclude that coopetition appears to be a driver to stimulate organizational capacity sharing, risk reduction and information sharing to build relationships with multiple stakeholders even if they are competitors. However, we note that this study was exploratory and only investigated seven FSC companies in the UK and hence the findings may not be generalized across all companies. Further research should expand this line of enquiry to do so.

분리막(Separation membrane)을 이용하여 기체 또는 액체상태로 존재하는 분자들을 선택적으로 분리하는 기술은 화학, 생물, 제약, 석유화학 등의 산업에서 매우 다양하게 응용되고 있으며 산업적으로 매우 큰 비중을 차지하고 있다. Anodic aluminum oxide (AAO) 막은 nanochannel의 직경, nanochannel 간의 거리 및 원통형 nanochannel의 길이 등을 정밀하게 조절 할 수 있어 AAO 막을 이용하여 혼합분자를 효과적으로 분리하려는 다양한 연구가 진행되고 있다. 본 연구에서는 양 말단이 열려있어 through-hole 구조로 다양한 직경의 nanochannel을 가지는 AAO 막을 제작하였으며, 이것을 이용하여 용매에 녹아 있는 고분자 사슬의 수력학적 부피에 따른 선택적 투과를 관찰하였다. Nanochannel을 투과한 고분자 사슬의 회전반지름과 nanochannel의 직경 사이에 정량적인 관계가 있음을 확인하였다. 또한 AAO 막의 nanochannel을 흐르는 고분자 용액의 유동 률(flow rate)이 Hagen-Poiseuille 관계식으로 정확하게 설명될 수 있음을 확인하여 AAO 내에 존재하는 원통형태의 nanochannel 내에서 흐르는 용액의 나노흐름(nanoflow)에 대한 이론적 해석이 가능함을 증명하였다.